It’s great to have many continuity plans and strategies to prepare for and respond to, disasters. However, if they aren’t validated they don’t carry any weight and there’s no way of knowing if they would be any good – useful – when a real situation occurs.
BCM practitioners may make the case for exercising plans but sometimes management may not want to provide the resources – physical & financial – available to validate the plans. There are a few questions that can be posed to executive management to possibly allow for the right kind of commitment and support to validate continuity strategies and plans.
1. Will an exercise increase overall BCM awareness within the organization? Well, let’s face it, if you’re exercising BCM plans, of course you’ll be increasing BCM awareness. Depending upon what you’re exercising and how you manage / facilitate the exercise, awareness will be increased but make it a positive experience or else BCM will end up being something negative in participants eyes.
2. Will the exercise identify potential ‘gaps’ in documented BCM plans and procedures? Let’s hope so. Not only do you want to validate what you have documented and discussed with numerous representatives but you also want to find things that may be wrong in the plans – not just what’s right.
3. Is there potential for the exercise to provide ‘learning opportunities’ for participants and the organization in general? If managed correctly and viewed as a positive experience, then employees will learn from the exercises – and from each other. In some cases, they may even be working with people they wouldn’t normally encounter in their daily operations.
4. Will the exercise provide an opportunity to leverage the results for further corporate gain and benefit? They should. If you can show that you’re exercising you plans – and have documented proof of them (Exercise Charters, Executive Summaries, Issue Logs etc) then you can use this information to help respond to RFPs etc and develop a stronger case for a potential client to choose your organization over a competitor. Having a strong BCM program can be used for competitive advantage.
5. Can the exercise provide skills and knowledge transfer between participants? Depending on what is in scope for the exercise, participants may need to seek assistance from other people in the organization for guidance. For instance, if a Single Point of Knowledge (SPOK) isn’t available to rebuild the payroll server because they are busy with other initiatives, they may be able to pass along their knowledge – as best they can – to another resource who will do it for the exercise, this way people are talking to each other and learning from each other. This is a simple example but you get the idea.
6. Can the exercise increase the responsiveness and effectiveness of the organization should a real disaster (or other event) occur? Simply put, the more practice people get the better they become, whether that be BCM or in any other area. Whether you have a large scale situation or a smaller scale incident, you’ll be better prepared if your people – and the processes and plans – are better prepared and knowledgeable. Enough said.
If any answer is ‘yes’ to the above questions, you’re well on your way to securing the support for validating continuity strategies and plans. Exercising only makes a person – or in this case, a program – stronger more robust.
© StoneRoad 2013